Becoming a fabulous manager indeed a tough matter to understand and succeed.
The unfabulous managers
Here are eight types of managers who are less than perfect:
i. we have always done it this way type manager:
There’s only one way of doing things and that’s his way. He doesn’t necessarily resist change; it’s more a case of insular thinking. He doesn’t question why things are done in a particular way.
ii. wisdom in high laces only type:
He believes that ideas can only be good or listened to if they come from the top. Such misplaced loyalty is pathetic.
iii. it can’t be done here type:
He avoids doing anything that might upset the apple cart. He has developed a vocabulary for putting people off: ‘we’ve tried it before, but….’ ‘I’d love to be able to do that, but….’, ‘they won’t like it.’
iv. that’s a great idea type:
He encourages staff to come up with ideas and suggestions, and tells them how grateful he is for contributions, but will make excuses showing why they can’t be taken on board. He is an example of how to de-motivate workers.
v. me first type:
He is so busy pursuing his personal agenda that he has little time for his employees’ concerns. Things are important only if they relate to his own advancement.
vi. zookeeper type:
His belief? ‘If you feed employees bananas, they will perform like monkeys. ‘He doesn’t know ho to motivate people. A few extra dollars don’t necessarily affect performance.
vii. the spy type:
He maintains an ‘espionage network’ which reports anomalous or questionable behavior. Instead of taking up the matter with the employee concerned, he keeps a secret file based on the reports and uses the information come appraisal time.
viii. the anointed type:
He is ‘unfabulous’ though no fault of his own. He ends up in the hot seat because he is an orderly administrator or an engineering whiz. His technical prowess doesn’t automatically guarantee excellence in management. For instance, a good salesman may not make the best sales manager. And a brilliant surgeon may be a lousy hospital administrator.